Report for January Recruitment Conducted by AIESEC in Delhi IIT

1. AIESEC IN DELHI IIT
JANUARY RECRUITMENTS 2013
Report
Starting Date : January 4th, 2013
Ending date : January 25th, 2013
Number of forms sold (Promotions+Selections) : 3200
Medium used for outreach : Social Media and Ground Coverage in colleges
Number of Colleges covered : 44
Sales :

2. 3015x50= Rs. 1,50,750
175x100= Rs. 17,500
Total = Rs. 1,68,250
COLLEGE OUTREACH
1. Jesus and Mary College
2. Sri Vekateshwara College
3. Sri Bhagat Singh College
4. College of Vocational Studies
5. Shaheed Sukhdev College of Business Studies
6. Atma Ram Sanatan Dharam College
7. Ram Lal Anand College
8. Maitreyi Collge
9. Jaggannath Institute of Technology, VK
10. Jaggannath Institute of Technology, Kalkaji
11. Jaggannath Institute of Technology, Rohini
12. Maharaja Agrasen Institute of Technology
13. Maharaja Surajmal Institute of Technologu
14. Indian School of Business and Finance
15. Trinity Institute of Professional Studies
16. Janki Devi Memorial College
17. Deen Dayal Upadhyaya College
18. Sharda University
19. Indian Institute of Technology and Management
20. Amity, IP University
21. Guru Tegh Bahadur Institute of Technology
22. Lady Irwin
23. Institute of Home Economics
24. Keshav Mahavidyalaya
25. Dyal Singh College
26. Moti Lal Nehru College
27. Deshbandhu College
28. IIT Delhi
29. USIT, IP University
30. Kamla Nehru College
31. Jaypee Institute of Technology
32. Indian Institute of Planning and Management
33. Bhartiya Vidyapeeth College
34. Shivaji College
35. Aurobindo College
36. Bharti College

3. 37. IGIT, IP University
38. Mata Sundri College
39. Zakhir Hussain College
40. Manav Rachna College of Engineering
41. Gautam Buddha University
42. Sushant School of Architecture
43. Vivekananda Institute of Professional Studies
44. BR Ambedkar College
Samples of Social Media Promotion :
A Youth Leadership Survey was held along with the Recruitments process. A sample for the same is given
below :
SELECTION PROCESS

4. Manpower Planning:A basic estimate of the manpower required was made during the initial days of the EB Term.
Each Director was asked to classify the manpower of their respective departments into 3 categories:


Red- extremely inactive/ needs to be fired/ resigning
Yellow - Slightly active/ needs PGS or counselling
Green- Active /contributing to goals
On the basis of this classification, a total estimate of active people was made which came around to be 85.
The primary agenda for the first team days was manpower planning and this was discussed for over 6 hrs.
Individually, each department’s manpower requirement was discussed among the EB.
Also, important department shifts and PGSs were discussed.
Selection Tools
It was found that the selection procedures were inadequate in terms of the quality that they measured.
There was emphasis on shifting to GCM based assessment.
Therefore the selection procedures were changed slightly to the following:
1. Group Discussions: Group Discussions were held for 9 people at one time. The managers were instructed to take GD’s
and approximately 40 – 60 % people were filtered during every round.
2. Team Activity: A different version of Team Activity was employed this time. The participants were asked to make a
product that was socially relevant from the 3 materials provided: paper, scissors, and tape. This gauged their creativity
and team working skills. They were also asked to prepare a unique selling pitch, an advertisement and a jingle all in 7
minutes (in groups of 4-5). This helped in gauging their communication and marketing skills.
3. Personal Interview: A detailed document was referred to while interviewing the participants. It was aimed at judging
various aspects relevant to AIESEC such as commitment, GCM based competencies, Language proficiency etc.)
Also, to improve Information Management and decrease the chances of information loss (misplaced forms etc.), a
master tracker (for interviews) was maintained, into which all the info during the PI was entered. This made sure that
there is a uniform way of assessment. It had the data headings corresponding to the PI evaluation categories.
Another advantage of this tracker was the fact that it made allocation easier, as there was one tracker with information
from all the PIs , with a uniform grading system. This made talent selection and allocation a lot wasier.
(Document attached: GD – TA evaluation tools, PI evaluation tool)
Also during the waiting time for applicants to be called for their GDs or TAs, the OGX team of AIESEC in Delhi IIT very
efficiently delivered Youth Empowerment sessions. On an average, 3 Youth Empowerment Sessions were delivered
each day of selections, which totals out to 27 considering that selections were carried out for 9 days.
This also resulted in sufficient amount of OGX registrations.

5. Induction Plan & Report
Some weaknesses of the induction plans used last year were noted and emphasis was given to remedy the same. Some
of the weaknesses were :
Lack of motivation
Overload of information
No definite time-line for work based induction, leading to work starting late in the year.
To overcome these problems, general expectation setting was done
Therefore, it was decided that the induction process should be concrete and should be based on motivation.
A clear expectation setting was done during the PIs about RYLC. Also, the local induction schedule was formulated
around RYLC timelines.
All in all, 170 students were recruited in the first round of recruitments for 2013.